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Applying the Three Horizon Thinking to a Fresh Perspective of Innovation Design

Paul Hobcraft

The 3H builds portfolio design, outline the steps to resolve in any complex challenge, it ‘informs’ strategy and builds the business case for taking a specific direction to that ‘desired future’ If you want to read more on the three horizons then take some time out to explore the “ insights and thinking ” resource page shown under the ‘tabs’ above. I recently applied the three horizons thinking to ‘frame’ a new innovation design.

Design 125

Network Operating Model: How To Design, Build & Embed An Agile Operating Platform Geared For Mounting Complexity & Rapid Change…

The Future Shapers

The thrust of the book focused on the creation of a Dual Operating System designed to handle today’s business-as-usual in a traditionally efficient (hierarchical) way, while at the same time operating a parallel highly agile and innovation-friendly structure wired to capitalise on tomorrows future opportunities. I will also do my level best to unpack the following Network Operating Model design thinking in a practical and accessible way. Setting The Scene.

Agile 48
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The 10 Commandments of Effective Brainstorming

Gregg Fraley

The original guidelines of brainstorming (defer judgment, quantity of ideas, build on ideas, combine, etc.) Design of the session should include introvert-friendly tools (see #9). Collaboration to solve problems is all about culture, incentives, team building, leadership, and more.

Why we should focus on Innovation Governance

Paul Hobcraft

I am working with Jeffrey Phillips , a long-term collaborator on “all things concerning innovation.” Any governance design needs to be clean, robust, open and transparent , not opaque and closed to a selected few as this opens up to criticism, cynicism or favouritism.

Applying the Three Horizon Thinking to a Fresh Perspective of Innovation Design

The Future Shapers

The 3H builds portfolio design, outline the steps to resolve in any complex challenge, it ‘informs’ strategy and builds the business case for taking a specific direction to that ‘desired future’. I recently applied the three horizons thinking to ‘frame’ a new innovation design. So, the thinking intent of searching for a new innovation design had some framing assumptions that can leverage where we are to move towards a new future. •

Creating high-performing and faster-moving teams

ImagineNation

A sort of Tuesdays with Morrie for aspiring managers and leaders in the connected, digitized exponentially changing the world, making team coaching the new collaborative cultural norm. A book that deeply honours and unpacks the great impact of Bill Campbell on the digital giants of Silicon Valley, outlines his team coaching techniques that resulted in high-performing and faster-moving teams, within collaborative workplace cultures.

Management 3.0: Why you should get to know this Model?

mjvinnovation

is a collaborative and humanized management model which treats the employee as the organization’s main asset. It’s a management format that draws from the same source as Lean and Agile. to work so well in agile. and Agile: what’s the difference?

Agile 52

Fusion, Flow and Fluidity are needed in our Management Practices

Paul Hobcraft

We lack the agility and flexibility to respond to what this all means in both its implications and potential, for sensing and seizing new value creation from understanding this. It is going to be through greater collaboration, sharing and exchanging we can learn a new form of ’emerging’ management practice. Collaborating in collective ways helps break down complexity. We need to be more agile, iterative , to be encouraged to be experimenting and exploring.

Treating Innovation Risk Differently, Dealing with Uncertainty

Paul Hobcraft

They are quiet rightly suggesting “ with risks well-managed, companies can then use rapid experimentation and the techniques of agile development—an iterative process closely linked to customers and markets—to boost their chances of coming up with a truly profitable innovation portfolio”. By sitting down and outlining the risk acceptable within evolving guidelines, those that are not ‘well-set in stone’ but will evolve and loosen as we learn.

Digital Transformation: The Why, What & How For Transformational Leaders…

The Future Shapers

New planning approaches are being employed to ensure the upfront thinking/planning is more robust and more vivid in experiential meaning for the frontline – with the planning process becoming more collaborative and inclusive to build broader buy-in and consensus. A successful digital transformation requires a transformational approach, you will need to consider and adopt new ways-of-working, thinking and planning – that are beyond silos, outside-in and agile in nature.

Agile 71

Treating Innovation Risk Differently, Dealing with Uncertainty

Paul Hobcraft

They are quiet rightly suggesting “ with risks well-managed, companies can then use rapid experimentation and the techniques of agile development—an iterative process closely linked to customers and markets—to boost their chances of coming up with a truly profitable innovation portfolio”. By sitting down and outlining the risk acceptable within evolving guidelines, those that are not ‘well-set in stone’ but will evolve and loosen as we learn.

Making an impact on an organization’s innovation environment

Paul Hobcraft

The innovation environment can be made-up of how well you collaborate and network, the level of group and individual interactions, the presence and commitment of leadership towards innovation, as well as the organizational set-up and structures. In the opposite climate people work within strict guidelines and roles. Where do you set about to intervene and begin to change the organizations ability to innovate? There are seemingly so many intervention points it can get bewildering.

Change 181

Remote Management in times of crisis

mjvinnovation

Consequently, leaders have an easier time communicating with everyone and creating a climate of mutual collaboration. In remote management, on the other hand, the challenge of putting everyone on the same page and above all, collaborating with each other is much greater.

Tips 52

University Education – A New Model for a New Era

IdeaSpies

GUIDELINES. Large scale problems are addressed in socially collaborative scenarios across multiple subjects, degrees and faculties. The Applied Model is designed to foster and credential an individual’s ability to search for and apply relevant knowledge to a defined problem.

How internal innovators win the game

Innovation Excellence

Kaihan Krippendorf ‘s latest book, Driving Innovation from Within , takes you smoothly in the intrapreneurs’ journey: his book guides internal innovators to innovation success through meaningful innovators’ stories, research, and wise and shrewd guidelines.

A Beginner’s Guide to Web Site Optimization—Part 2

Boxes and Arrows

For further discussion of the rationale behind these completion criteria, please see Best Practices When Designing and Running Experiments later in this article. We used the following list as a loose prioritization guideline: Recent product releases , or pages that have not yet undergone optimization. One might consider improvements in copywriting, form design, media display, page rendering, visual design, accessibility, browser targeting… the list goes on.

How internal innovators win the game

Innovation Excellence

Kaihan Krippendorf ‘s latest book, Driving Innovation from Within , takes you smoothly in the intrapreneurs’ journey: his book guides internal innovators to innovation success through meaningful innovators’ stories, research, and wise and shrewd guidelines.

5 Excuses of companies that don't innovate (and how to overcome them)

Moves the Needle

To start, they need to be closer to their customers, be more agile, act bolder. Form a monthly meetup (like a happy hour) for all employees interested in design thinking and lean startup ideas. By seeking to learn from customers directly through design thinking practices as we teach in our LEAP lab eCourse , we seek to understand needs and desires, pains and passions. “We’re too big.” “We’re We’re not a startup.” “We’re We’re not ready.” “We We have the wrong culture.” “We

5 Excuses of Companies that Don’t Innovate (And How to Overcome Them)

Moves the Needle

To start, they need to be closer to their customers, be more agile, act bolder. Form a monthly meetup (like a happy hour) for all employees interested in design thinking and lean startup ideas. By seeking to learn from customers directly through design thinking practices as we teach in our LEAP lab eCourse , we seek to understand needs and desires, pains and passions. “We’re too big.” “We’re We’re not a startup.” “We’re We’re not ready.” “We We have the wrong culture.” “We

LEAN 56

Understanding the ISO Standard for Innovation Management – Concepts & Benefits – Podcast Transcript

IM Insights

But I’ve had a close collaboration with the KTH Royal Institute of Technology here in Stockholm for eight years now. But it’s good if we can agree on a number of core principles, just like the Agile Manifesto is a very good example of that, right is a set of core principles that we should adhere to. But did you did you not write this great piece on the Agile Manifesto? Main Episode Page. Podcast & Show Notes. Episode Transcript. Teaser.

LEAN 40